Features
Ranking public services with AI — A roadmap to reviving institutions like SriLankan Airlines
Efficacy measures an organisation’s capacity to achieve its mission and intended outcomes under planned or optimal conditions. It differs from efficiency, which focuses on achieving objectives with minimal resources, and effectiveness, which evaluates results in real-world conditions. Today, modern AI tools, using publicly available data, enable objective assessment of the efficacy of Sri Lanka’s government institutions.
Among key public bodies, the Supreme Court of Sri Lanka emerges as the most efficacious, outperforming the Department of Inland Revenue, Sri Lanka Customs, the Election Commission, and Parliament. In the financial and regulatory sector, the Central Bank of Sri Lanka (CBSL) ranks highest, ahead of the Securities and Exchange Commission, the Public Utilities Commission, the Telecommunications Regulatory Commission, the Insurance Regulatory Commission, and the Sri Lanka Standards Institution.
Among state-owned enterprises, the Sri Lanka Ports Authority (SLPA) leads in efficacy, followed by Bank of Ceylon and People’s Bank. Other institutions assessed included the State Pharmaceuticals Corporation, the National Water Supply and Drainage Board, the Ceylon Electricity Board, the Ceylon Petroleum Corporation, and the Sri Lanka Transport Board. At the lower end of the spectrum were Lanka Sathosa and Sri Lankan Airlines, highlighting a critical challenge for the national economy.
Sri Lankan Airlines, consistently ranked at the bottom, has long been a financial drain. Despite successive governments’ reform attempts, sustainable solutions remain elusive.
Globally, the most profitable airlines operate as highly integrated, technology-enabled ecosystems rather than as fragmented departments. Operations, finance, fleet management, route planning, engineering, marketing, and customer service are closely coordinated, sharing real-time data to maximise efficiency, safety, and profitability.
The challenge for Sri Lankan Airlines is structural. Its operations are fragmented, overly hierarchical, and poorly aligned. Simply replacing the CEO or senior leadership will not address these deep-seated weaknesses. What the airline needs is a cohesive, integrated organisational ecosystem that leverages technology for cross-functional planning and real-time decision-making.
The government must urgently consider restructuring Sri Lankan Airlines to encourage:
=Joint planning across operational divisions
=Data-driven, evidence-based decision-making
=Continuous cross-functional consultation
=Collaborative strategic decisions on route rationalisation, fleet renewal, partnerships, and cost management, rather than exclusive top-down mandates
Sustainable reform requires systemic change. Without modernised organisational structures, stronger accountability, and aligned incentives across divisions, financial recovery will remain out of reach. An integrated, performance-oriented model offers the most realistic path to operational efficiency and long-term viability.
Reforming loss-making institutions like Sri Lankan Airlines is not merely a matter of leadership change — it is a structural overhaul essential to ensuring these entities contribute productively to the national economy rather than remain perpetual burdens.
By Chula Goonasekera – Citizen Analyst
Features
Rethinking global order in the precincts of Nalanda
It has become fashionable to criticise the US for its recent conduct toward Iran. This is not an attempt to defend or rationalise the US’s actions. Rather, it seeks to inject perspective into an increasingly a historical debate. What is often missing is institutional memory: An understanding of how the present international order was constructed and the conditions under which it emerged.
The “rules-based order” was forged in the aftermath of two catastrophic wars. Earlier efforts had faltered. Woodrow Wilson’s proposal for a League of Nations after World War I was rejected by the US Senate. Yet, it introduced a lasting premise: International order could be consciously designed, not left solely to shifting power balances. That premise returned after World War II. The Dumbarton Oaks process laid the groundwork for the UN, while Bretton Woods established the global financial architecture.
These frameworks shaped modern norms of security, finance, trade, and governance. The US played the central role in this design, providing leadership even as it engaged selectively- remaining outside certain frameworks while shaping others. This underscored a central reality: Power and principle have always coexisted uneasily within it.
This order most be understood against the destruction that preceded it. Industrial warfare, aerial bombardment, and weapons capable of unprecedented devastation reshaped both the ethics and limits of conflict. The post-war system emerged from this trauma, anchored in a fragile consensus of “never again”, even as authority remained concentrated among five powers.
The rise of China, the re-emergence of India, and the growing assertiveness of Russia and regional powers are reshaping the global balance. Technological disruption and renewed competition over energy and resources are transforming the nature of power. In this environment, some American strategists argue that the US risks strategic drift Iran, in this view, becomes more than a regional issue; it serves as a platform for signalling resolve – not only to Tehran, but to Beijing and beyond. Actions taken in one theatre are intended to shape perceptions of credibility across multiple fronts.
Recent actions suggest that while the US retains unmatched military reach, it has exercised a level of restraint. The avoidance of escalation into the most extreme forms of warfare indicates that certain thresholds in great-power conflict remain intact. If current trends persist-where power increasingly substitutes for principle — this won’t remain a uniquely American dilemma.
Other major powers may face similar choices. As capabilities expand, the temptation to act outside established norms may grow. What begins as a context-specific deviation can harden into accepted practice. This is the paradox of great power transition: What begins as an exception risk becoming a precedent The question now is whether existing systems are capable of renewal. Ad hoc frameworks may stabilise the present, but risk orphaning the future. Without a broader framework, they risk managing disorder rather than designing order. The Dumbarton Oaks process was a structured diplomatic effort shaped by competing visions and compromise. A contemporary equivalent would be more complex, reflecting a more diffuse distribution of power and lower levels of trust Such an effort must include the US, China, India, the EU, Russia, and other key powers.
India could serve as a credible convenor capable of bridging divides. Its position -engaged with multiple powers yet not formally aligned – gives it a degree of convening legitimacy. Nalanda-the world’s first university – offers an appropriate symbolic setting for such dialogue, evoking knowledge exchange across civilisations rather than competition among them.
Milinda Moragoda is a former cabinet minister and diplomat from Sri Lanka and founder of the Pathfinder Foundation, a strategic affairs think tank could be contacted atemail@milinda.org. This article was published in Hindustan Times on 2026.04.19)
By Milinda Moragoda
Features
Father and daughter … and now Section 8
The combination of father and daughter, Shafi and Jana, as a duo, turned out to be a very rewarding experience, indeed, and now they have advanced to Section 8 – a high-energy, funk-driven, jazz-oriented live band, blending pop, rock, funk, country, and jazz.
Guitar wizard Shafi is a highly accomplished lead guitarist with extensive international experience, having performed across Germany, Australia, the Maldives, Canada, and multiple global destinations.
He is best known as a lead guitarist of Wildfire, one of Sri Lanka’s most recognised bands, while Jana is a dynamic and captivating lead vocalist with over a decade of professional performing experience.
Jana’s musical journey started early, through choir, laying the foundation for her strong vocal control and confident stage presence.
Having also performed with various local bands, and collaborated with seasoned musicians, Jana has developed a versatile style that blends energy, emotion, and audience connection.
The father and daughter combination performed in the Maldives for two years and then returned home and formed Section 8, combining international stage experience with a sharp understanding of what it takes to move a crowd.
In fact, Shafi and Jana performed together, as a duo, for over seven years, including long-term overseas contracts, building a strong musical partnership and a deep understanding of international audiences and live entertainment standards.
Section 8 is relatively new to the scene – just two years old – but the outfit has already built a strong reputation, performing at private events, weddings, bars, and concerts.
The band is known for its adaptability, professionalism, and engaging stage presence, and consistently delivers a premium live entertainment experience, focused on energy, groove, and audience connection.
Section 8 is also a popular name across Sri Lanka’s live music circuit, regularly performing at venues such as Gatz, Jazzabel, Honey Beach, and The Main Sports Bar, as well as across the southern coast, including Hikkaduwa, Ahangama, Mirissa, and Galle.
What’s more, they performed two consecutive years at Petti Mirissa for their New Year’s gala, captivating international audiences present with high-energy performance, specially designed for large-scale celebrations.
With a strong following among international visitors, the band has become a standout act within the tourist entertainment scene, as well.
Their performances are tailored to diverse audiences, blending international hits with dance-driven sets, while also incorporating strong jazz influences that add depth, musicianship, and versatility to their sound.
The rest of the members of Section 8 are also extremely talented and experienced musicians:
Suresh – Drummer, with over 20 years of international experience.
Dimantha – Keyboardist, with global exposure across multiple countries.
Dilhara – Bassist and multi-instrumentalist, also a composer and producer, with technical expertise.
Features
Celebrations … in a unique way
Rajiv Sebastian could be classified as an innovative performer.
Yes, he certainly has plenty of surprises up his sleeves and that’s what makes him extremely popular with his fans.
Rajiv & The Clan are now 35 years in the showbiz scene and Rajiv says he has plans to celebrate this special occasion … in a unique way!
According to Rajiv, the memories of Clarence, Neville, Baig, Rukmani, Wally and many more, in its original flavour, will be relived on 14th July.
“We will be celebrating our anniversary at the Grand Maitland (in front of the SSC playground) on 14th July, at 7.00pm, and you will feel the inspiration of an amazing night you’ve never seen before,” says Rajiv, adding that all the performers will be dressed up in the beautiful sixties attire, and use musical instruments never seen before.
In fact, Rajiv left for London, last week, and is scheduled to perform at four different venues, and at each venue his outfit is going to be different, he says, with the sarong being very much a part of the scene.
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